YBrs. Ts. Dr. Fazidah binti Abu Bakar, Deputy Director General (Information and Communication Technology), Jabatan Digital Negara (JDN), Malaysia

1. How do you use technology/policy to improve citizens’ lives? Tell us about your role or organisation. 

My name is Fazidah binti Abu Bakar, and I am the Director-General of the National Digital Department, Ministry of Digital, since 12 December 2023.

I am responsible for spearheading the digitalisation of government services. I also chair several public sector ICT project governance committees in JDN and advise on the implementation of public sector digitalisation projects at the national level.

Additionally, I am the Head of the Information Technology Officer Service Scheme for the Malaysian Public Sector. 

Prior to my current appointment, I was the Deputy Director-General (ICT) at the Malaysian Administrative Modernisation and Management Planning Unit (MAMPU), Prime Minister's Department.

In terms of my work experience, I have served in various Malaysian government agencies, including the Ministry of Finance (MOF), INTAN, and the Road Transport Department.

My prior roles have ranged from application development, database management, ICT blueprint development, ICT training, ICT policy and guideline development, to ICT technical evaluation.

I have been extensively involved in numerous ICT projects related to transportation, trade facilitation, and initiatives linked to big data analytics, digital transformation, ICT strategic planning, and enterprise architecture. 

For those who may not be familiar, I would like to introduce the Jabatan Digital Negara (JDN). JDN is one of the key departments under the Ministry of Digital, responsible for driving digital transformation within Malaysia's public sector.

JDN is entrusted with the mandate to lead this shift, aligning with the Ministry’s vision to develop a progressive and competitive Digital Nation. 

JDN emerged from the rebranding of MAMPU, which was previously an agency under the Prime Minister's Department. Following the Cabinet reshuffle on 12 December 2023, MAMPU was restructured as JDN and repositioned under the Ministry of Digital.

This change was part of the separation of the Ministry of Communications and Digital into two distinct ministries. 

Today, JDN plays a crucial role in shaping the nation’s digital future, particularly in advancing a digital government that is efficient, responsive, and citizen-centred.

With this mandate, JDN is committed to ensuring the public sector becomes more resilient, innovative, and capable of meeting citizens' needs while supporting the nation's comprehensive digitalisation aspirations. 

At JDN, our mission is to harness technology and policy to improve the lives of Malaysian citizens by making government services more efficient, accessible, and responsive.

As a key entity within the Ministry of Digital, JDN designs and executes policies that drive digital transformation across the public sector, focusing on advanced technologies such as AI, cloud solutions, data analytics, and more.

Additionally, we offer technical consultation services to Malaysian public sector agencies, empowering them to pursue digital initiatives more strategically, effectively, and with greater agility. 

Therefore, we believe that policy and technology must work in tandem, each reinforcing the other, to ensure that government service delivery is both effective and exemplary.

Policies set the foundation for consistent, fair, and strategic public service frameworks, while technology amplifies their reach and efficiency, allowing us to respond swiftly to the needs of citizens.

By aligning policy with cutting-edge technology, we can elevate service standards, making government interactions more accessible, transparent, and impactful for all Malaysians.

This synergy is essential for achieving a responsive and forward-thinking public service that meets the evolving expectations of society. 

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2. What was the most impactful project you worked on this year? 

As a newly established department, we have prioritised several key areas, with a particular focus on ICT governance.

Ensuring robust ICT governance is essential for building a secure, efficient, and transparent digital framework that aligns with national standards and best practices. 

This year, we have introduced three policies related to ICT governance and procurement. These include the ICT Project Procurement Application Governance (Tatakelola Permohonan Perolehan Projek ICT), ICT Technical Approval Application (Permohonan Kelulusan Teknikal ICT), and the Strengthening of Government ICT Project Management (Pemantapan Pengurusan Projek ICT Kerajaan).

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In my observation, all these new policies have been introduced to strengthen governance in the management and procurement of ICT projects within the public sector.

Together, these policies support a more structured and effective ICT governance system, ultimately boosting the quality and sustainability of government ICT projects. 

This aligns with the government’s goal to ensure value for money for each project, delivering returns that meet the needs of the citizen (the rakyat).

By implementing these measures, the government is committed to optimising resource allocation and maximising the impact of ICT or digital initiatives, ensuring that each project not only fulfils its objectives but also contributes positively to the public. 

Besides ICT governance, JDN has been recognised as a Technical Department by the Ministry of Finance (MOF) for a two-year interim period starting from 15 August 2024.

This recognition builds on JDN's establishment as an agency under the Ministry of Digital.

Additionally, JDN has been appointed as the Government Lead Sector for National Critical Information Infrastructure (NCII) effective 14 October 2024, in line with the enforcement of the Cyber Security Act 2024 [Act 854] issued by the National Cyber Security Agency (NACSA) on August 26, 2024. 

3. What was one unexpected learning from 2024? 

Since its establishment under the Ministry of Digital at the end of 2023, JDN has embarked on a transformative journey, focusing on modernising the government’s digital landscape and services for the rakyat.

As a newly formed agency, JDN has embraced a proactive approach in developing digital policies, prioritising initiatives that advance digital literacy, implement secure and scalable digital infrastructures through shared services, and foster data-driven decision-making at every level of government. 

A key insight from 2024 has been the transformative potential of generative AI, whose impact now reaches far beyond traditional technology and content creation sectors.

Generative AI is increasingly being leveraged to deliver hyper-personalised services, enabling businesses and government agencies to tailor their offerings to meet specific user needs with unprecedented accuracy and efficiency.

This capacity for customisation is broadening accessibility, making digital services more inclusive and relevant to diverse populations, particularly those in underserved communities. 

The adoption of generative AI, however, has also sparked critical discussions around ethical standards, human rights, and the evolving skill sets required in the workforce of the future.

As AI systems become capable of making highly nuanced decisions, questions about data privacy, bias, and accountability are becoming more pressing.

Ensuring that AI-driven services respect individual rights and operate transparently is essential to maintaining public trust and protecting user autonomy. 

Additionally, the integration of generative AI across different sectors has implications for the job market, as new skill requirements emerge to manage, oversee, and interpret AI-driven processes.

This shift emphasises the need for upskilling initiatives to prepare the workforce for roles that involve AI oversight, ethical governance, and specialised technical expertise.

As generative AI becomes embedded in the fabric of society, its influence on everyday life and work will only deepen, making it crucial to address these emerging challenges responsibly and inclusively. 

What has been discussed above pertains to the initiatives implemented at the level of Malaysia’s public sector.

To ensure the sustainability of AI within the public sector, my colleagues and I at JDN are continuously working towards integrating AI technologies in a way that is both effective and enduring.

This includes developing strategies to ensure that AI is not just a passing trend, but a long-term asset that enhances government services, improves decision-making, and benefits the rakyat. 

Our efforts focus on establishing clear frameworks for AI adoption, promoting digital literacy, addressing ethical considerations, and ensuring that AI systems are aligned with public sector goals.

It is essential that AI is implemented responsibly, ensuring that it serves the public good while remaining accessible, transparent, and accountable. 

I will elaborate on these efforts in more detail in item 5, where I will outline the specific steps, we are taking to embed AI sustainably across the public sector, while also addressing the challenges that come with such a transformative technology.

This will include ensuring ongoing support, capacity building, and regulatory alignment to foster long-term success in AI integration within the public sector. 

4. What’s a tool or technique you’re excited to explore in 2025? 

There are many tools and techniques I aspire to explore and learn in 2025 and beyond. Expanding my skill set will help me stay ahead of technological advancements and adapt to evolving challenges.

Whether it involves data analysis, artificial intelligence, project management, or other areas, mastering these tools will not only support personal development but also enable me to contribute more effectively to organisational success and innovation. 

In the near future, JDN will focus on service design to enhance the customer experience by leveraging innovative tools and methodologies.

This includes customer journey mapping to understand user interactions, design thinking for human-centred solutions, and AI-driven predictive analytics for personalised services.

Tools like feedback platforms will refine processes and capture real-time user insights, while prototyping platforms will ensure efficient testing and development of digital interfaces.

Emphasising agile methodologies and inclusive design, JDN aims to create accessible, efficient, secure, and user-focused government services, including humanising our portal to meet the evolving needs of all Malaysians. 

Additionally, at JDN, we are working towards strengthening the quality perspective in service delivery. To achieve this, we are evaluating the suitability of various tools and monitoring techniques to ensure government services consistently operate at an optimal level.

This includes leveraging smart monitoring dashboards, real-time data analytics, and user feedback mechanisms to assess and evaluate service effectiveness.

Through this approach, we aim not only to meet but exceed the expectations of the rakyat in delivering high-quality government services. 

Currently, at JDN, we are constantly enhancing our project management guidelines and are in the process of developing a comprehensive application for project management and monitoring.

This tool is designed to streamline workflows, ensure better coordination, and provide insights into project progress. By leveraging advanced features, our goal is to improve efficiency, maintain transparency, and ensure that all projects are delivered on time, within scope, and to the highest quality standards.

Through these efforts, JDN aims to foster a more agile and results-driven approach to managing public sector initiatives. 

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5. Everybody’s talking about AI today – give us your hot take on AI and what it means for the public sector.

JDN plays a pivotal role in advancing AI adoption in Malaysia’s public sector.

Tasked with crafting digital policies and strategies for the public sector, JDN focuses on promoting digital awareness and fluency, especially in AI, by organising seminars, workshops, and training sessions aimed at enhancing the digital skills of government officials. 

Guided by the Pelan Strategik Pendigitalan Sektor Awam (PSPSA) 2021-2025, AI has been identified as a core technology for accelerating public sector digital transformation.

Through the AI-centric Pillar 7: Adapting to Emerging Technologies, the plan emphasises AI’s importance in boosting operational efficiency and service quality. 

The Digital First Strategic Shift 2024-2025 document, released by JDN on 6 June 2024, reaffirms the government’s commitment to prioritising digital technologies in all aspects of public administration.

This document outlines strategic steps to expand AI’s use in the public sector, aimed at increasing AI competency among government officers. 

JDN actively collaborates with industry, academia, and other sectors, aligning with MDEC’s initiatives to bolster innovation capacity and market reach for Small and Medium Enterprises (SMEs).

This partnership gives JDN greater access to the industry, fostering a rich exchange of AI expertise with field experts. 

Key AI projects underway or in planning by JDN include the SuaRA application, AI@JDN ChatBot, and POC (GenAI). JDN is also working on developing platforms like AI-as-a-Service (AlaaS) and Intelligent Search for the MyGovernment 2.0 Portal, all designed to improve public service delivery.

Additionally, JDN is formulating AI-related policies for the public sector, including the upcoming Public Sector AI Adaptation Guidelines. 

To promote AI awareness and skill development, JDN organises awareness seminars, certification courses, technical courses, and industry attachment programmes.

The agency also provides consultation and advisory services to public sector agencies while engaging in a quadruple helix collaboration model with industry, academia, and the community, supporting the holistic growth of digital competency within Malaysia’s public sector. 

6. What are your priorities for 2025? 

Prime Minister Dato’ Seri Anwar Ibrahim, in his speech at MAPPA 2024 in August 2024, highlighted the importance of developing the talents of public servants.

The Prime Minister urged them to embrace, in particular, public service digital transformation, AI, and cybersecurity by equipping themselves with the necessary skills to stay relevant and improve service quality for the nation. 

Based on this motivation, the strategic focus is on accelerating innovation across Malaysia's public sectors while ensuring that the benefits of economic growth are distributed widely and inclusively.

In line with this, JDN is now concentrating on promoting service design to improve the overall efficiency and user experience of public services, highlighting the importance of AI to drive intelligent automation and data-driven decision-making, and adopting a customer-centric approach to prioritise the needs and expectations of citizens, as well as stakeholders, in the delivery of services. 

To ensure its successful implementation, the government is adopting a strategy focused on Delivering Services with Empathy.

This approach emphasises understanding and addressing the needs and concerns of citizens, fostering a more compassionate and responsive public service delivery system.

These strategies ensure that every service aligns with the Whole-of-Government (WoG) approach, where various government agencies work in a coordinated and integrated manner to deliver more holistic and responsive services to the public.

By emphasising empathy, JDN prioritises the needs and experiences of its customers, enhancing service effectiveness and fostering greater trust in the government’s delivery system. In this context, "customers" refer not only to citizens but also to all stakeholders involved in government services. 

To accelerate the transition, the foundation lies in a strategic shift towards a "digital-first" approach. This ensures that digital solutions are prioritised in every aspect of service delivery and operational processes, driving innovation and efficiency across all sectors.

Digital First is a strategic shift towards prioritising digital channels without diminishing the value of other service delivery channels, by integrating digital technology into the design of government services. 

The two-year strategy (2024 to 2025) outlines six key pillars: Digital Mindset (cultivating a digital approach in thinking and operations), Data-Driven (prioritising data for informed decision-making), Citizen-Centric (focusing on user-friendly, accessible digital services for the public), Security by Design (ensuring cybersecurity is at the core of digital systems), Digital Governance (implementing transparent and effective governance for digital transformation), and Talent and Skills (developing digital competencies within the public sector). 

7. What advice do you have for public sector innovators? 

For public sector innovators, here is some advice from me: 

Stay Citizen-Centric – To truly innovate in the public sector, it is essential to adopt a citizen-centric approach, where digital solutions are designed with the end user in mind.

This involves deeply understanding the needs and expectations of citizens and prioritising accessibility, efficiency, and ease of use in all services.

By keeping the citizen experience at the core, digital solutions can significantly enhance satisfaction, build trust, and ensure that public services are relevant and valuable to those they serve. 

Embrace Agility – Embracing agility in the public sector means staying adaptable and ready to adjust approaches as technology advances and citizens' needs shift.

Rather than pursuing large, complex reforms, focusing on small, incremental changes can foster continuous improvement and make transformation more manageable.

This approach allows for faster adjustments, quicker feedback, and sustainable progress, enabling public services to remain relevant and responsive over time. 

Leverage Data Intelligently – Leveraging data intelligently is crucial for public sector innovators, as it enables them to understand trends, anticipate needs, and enhance decision-making processes.

By harnessing data-driven insights, organisations can identify patterns and preferences, which inform the development of responsive and relevant services.

This strategic use of data not only improves operational efficiency but also ensures that public services align closely with the evolving expectations of citizens, ultimately leading to better outcomes and enhanced satisfaction. 

Foster Collaboration – Fostering collaboration across departments, the private sector, and with citizens is vital for driving innovation in the public sector.

By breaking down silos and encouraging partnerships, organisations can pool resources, share expertise, and generate diverse perspectives that lead to more creative and effective solutions.

Collaborative efforts often result in scalable innovations that can be applied across different areas, ultimately enhancing service delivery and ensuring that public initiatives are more aligned with the needs and aspirations of the community.

This collective approach not only strengthens relationships but also builds a more resilient and responsive public sector. 

Promote a Culture of Experimentation – Promoting a culture of experimentation within the public sector encourages teams to take calculated risks and view both successes and failures as valuable learning opportunities.

By fostering an environment where innovative ideas can be tested and evaluated, organisations can drive breakthroughs and foster continuous improvement. This mindset not only empowers employees to think creatively and push boundaries but also cultivates resilience and adaptability in the face of challenges.

Ultimately, embracing experimentation leads to the development of more effective solutions and a more dynamic public sector that can better meet the needs of its citizens. 

Ensure Digital Inclusivity – Ensuring digital inclusivity is essential for public sector innovators to create initiatives that are accessible to all citizens, particularly in addressing the digital divide.

This involves designing technology and services that cater to diverse demographics, including those with varying levels of digital literacy, disabilities, and socio-economic backgrounds.

By prioritising inclusivity, organisations can ensure that everyone has equal access to digital resources and services, fostering a more equitable society. This commitment not only enhances the effectiveness of public services but also builds trust and engagement among all citizens, empowering them to participate fully in the digital age. 

Be Transparent – Being transparent is fundamental for building public trust in the digital initiatives of the public sector. By clearly communicating how data is collected, used, and protected, organisations can foster a sense of accountability and integrity.

Actively seeking feedback from citizens not only enhances service delivery but also demonstrates a commitment to continuous improvement and responsiveness to public needs.

This openness cultivates a collaborative relationship between the government and its constituents, reinforcing trust and encouraging civic engagement in the digital transformation process. 

8. Who inspires you today? 

I love Rafael Nadal. He is an inspiring figure, not just in sport, but also as an example of resilience, adaptability, and continuous improvement—qualities essential in today’s digital world.

Nadal’s relentless pursuit of excellence, even when facing challenges such as injuries or younger competitors, mirrors the digitalisation journey many institutions face.

Just as Nadal refines his techniques and strategies to stay competitive, organisations must embrace ongoing digital transformations to meet new challenges and enhance their services. 

Rafael Nadal embodies qualities that deeply resonate with humanity—resilience, humility, and an unwavering commitment to excellence.

Despite his remarkable achievements, Nadal remains grounded, proving that success can coexist with kindness and integrity.

His battles on the court symbolise the human spirit's perseverance through challenges, turning setbacks into opportunities for growth.

This ethos aligns closely with the government's aspiration to deliver services with empathy, as I elaborated in question no. 6, integrating humanity into every interaction to ensure that public initiatives are compassionate, inclusive, and centred on the well-being of the people. 

Another theme that I would like to highlight is: "TOGETHER EVERYONE ACHIEVES MORE." This theme reflects the power of collaboration and unity.

When people work together, they can leverage each other's strengths, share knowledge, and overcome challenges more effectively, ultimately reaching goals that might be difficult to achieve alone. It emphasises the importance of teamwork, synergy, and the shared commitment to success.